Human ResourcesCommunity Meeting

Yale UniversityNovember 21, 2008

Agenda

Welcome and Introductions

Early Observations and Mike Peel

Preliminary Priorities• Questions/Answers

Updates on Key Initiatives:• 2008 Workplace Survey Debbie Stanley-McAulay• Diversity and Inclusion Debbie Stanley-McAulay• ISAP/”Yale Next” Initiative Nancy Creel-

Gross• Managing at Yale Elena DePalma• 221 Whitney Ave. Nancy Creel-Gross

Conclusion Mike Peel

Human Resources Direction

Fueling Academic Excellence through Workplace Excellence

Early Observations

• Extraordinary pride and commitment

• Frenetic pace/extremely reactive culture

• Highly fragmented environment:

– Duplication of effort

– Career pathing complexity

– Lots of “white space”

• HR initiatives lack unifying strategy

Elements of Vision for HR

• Stronger linkage between workplace excellence and Yale University mission

• Yale equally admired as a place to work as it is academically

• Human Resources distinguished by its executional excellence and change leadership

Preliminary Strategic Priorities

III. Assure attraction, development,

and retention of superior talent

III. Translate superior Yale talent into

superior performance

III. Advance value added of HR/ Administration

I. Assure attraction, development, & retention of superior talent

• Enhance people and performance standards

• Support staffing effort with strategic candidate pools

• Expand focus on employee development

• Become a recognized leader in diversity

• Continuously expand employee value proposition

Preliminary Strategic Priorities

Performance Management at Yale (M&P Positions)

53% “FOCUS” Appraisal

6% Too New

41% No Appraisal

79% “FOCUS” Appraisal

6% Too New15% No Appraisal

Performance Management at Yale

Next Frontiers:

– Assure clear goals

– Control rating inflation

– Include other employee groups

Selection Critical to Both Performance Potential and Development

SELECTION DEVELOPMENT

Preliminary Strategic Priorities

II.Translate superior Yale talent into superior performance

• Build University-wide talent management system

• Evolve organization’s continuous improvement tools (Performance Management, IDP’s, Climate Survey, 360° Feedback)

• Improve labor relations/labor relationships

• Strengthen internal communications

Talent Management System Components

• Forecast of future University talent needs

• Clear assessment of current talent

– Succession plans for key positions

– Assessment of performance/potential mix

• Plans to improve leadership depth

Continuous Improvement Tools

Tool Next Steps

Performance Management Improve/Expand

Individual Development Planning Create

Workplace Survey Process Institutionalize/ Drive

follow-up

Multi-source Feedback Create

III. Advance Value-Added of HR/Administration

• Innovate to enhance service excellence- Employee and manager self-service

portals- Standardization, simplification, and

centralization- Employee Service Center (ESC)

• Focus on HR/Administration organizational development

• Unify the Human Resources Community at Yale

Preliminary Strategic Priorities

HR Organizational Strategy

HR Generalists

Employee Services

Strategic Partnership

Change Leadership

Employee Relations

Idea Leadership

Tools, Processes, Systems

Consulting

Administrative Excellence

Technology

Employee Transactions

HR Organizational Imperatives

• Clear strategy

• High level of prioritization

• Cross-boundary teamwork

• Openness to new ideas/innovation

• Learning culture

Historical View

• First Yale Workplace Survey conducted Fall 2004 and Spring 2005

• Total participation = 51%

• Goals– Understand the drivers of engagement and

satisfaction– Improve labor/management relations– Help supervisors improve the efficiency and

effectiveness of work in their units– Improve the training curriculum of the

University– Inform and prioritize key organizational

development initiatives– Help the HR function optimize the programs,

policies and procedures of Yale

Current 2008 Plans

• Second Yale Workplace Survey conducted November 17 – 30, 2008

• Target population: 9000+ staff

• Target Audiences: CT, SM, MP and FAC within the School of Drama

• Goals– Discover what workplace issues for

improvement are most important to staff members.

– Understand the drivers of engagement and satisfaction

– Increase survey participation to at least 75%.

– Develop and implement institutional and departmental action plans

Outreach & Marketing

• E-mail Communication Series– President Levin, University Officers,

Department leaders

• Paper Survey Distribution– Attend Local 35 staff meetings (70+)

– Survey Pick-up/Drop-off boxes around the campus (30)

• Print Materials– Flyers , Posters, Lobby Posters,

Stickers, Buttons, Pencils, Lollipops

• Publications/Articles– Working at Yale, Yale BLU, Daily News, HR

Town Hall meeting

Date Total Responses

Participation Rate

“Go Live” Monday

1604 17.6%

Tues, Nov 18th 268 20.5%

Wed, Nov 19th 229 23%

Help us reach our goal of

75% or more.

• Susan Abramson—Diversity,WorkLife & Childcare, Assistant Project Lead

• Linda Clarke—HR Communications• Jessica Hammatt—ODLC• Gloria Hoda—ITS• Shaun King—ODLC• Phil Reinhardt—ITS• Michelle Sandagata—ODLC• Susan Smith-Kemp—ODLC• Deborah Stanley-McAulay—Diversity and

Inclusion, Project Lead• Linda Veronneau—ODLC• A host of department partners across the

University

2008 Planning Team

Diversity and Inclusion

• Debbie Stanley-McAulay has been appointed the University’s Chief Diversity Officer. She will be leading the group as we move forward with our diversity strategies

• Calvin Haney has joined the team as a Diversity Coordinator

A focus over the past 6 months has been on relationships with employee affinity groups

•Meetings held in August/September with Asian, LGBTQ and Latino Employee Groups to re-connect/re-energize them and their linkage to diversity strategies

•November 1 launch of the Diversity & Inclusion website

•Launch of Affinity Groups websites in second week of November

Diversity and Inclusion, continued

Recent/Upcoming planned events with affinity groups•August 12—YAAA Financial Planning Guest Speaker

•Oct 23—YAAA NASA Astronaut—William Readdy

•Nov 11—Celebrate Latino Heritage Gathering

•Dec 11—Latino Holiday Celebration

•Asian Employee event December or February to coincide with Chinese New Year

Diversity and Inclusion, continued

Recent/Upcoming planned events with affinity groups, continued•YAAA third annual event

•LGBTQ guest speaker in January

•Work to assist Affinity Groups with “Welcoming Committee”. Latino Group formed “Welcoming Committee”, LGBTQ has agreed to do the same. HRIS has committed to assist with data on new employees

Diversity and Inclusion, continued

Additional work underway

• Collaboration with HR Staffing on recruitment outreach at Black and Hispanic MBA Conference

• Completed Faculty/Staff/Student Diversity Awareness Survey for School of Drama

• Collaborating with Procurement on strengthening Supplier Diversity

• Plans for Diversity Learning Series similar to short educational programming offered through Work Life Series

• Managing at Yale diversity education and broader diversity education

Diversity and Inclusion, continued

Yale Next

• Yale Next is the culmination of several key projects (e.g. ISAP, TSRA) over the past year focused on identifying system and process improvements to core business services such as Human Resources, Finance and Information Technology.

• Recommendations from these projects were made from the Finance & Administrative (F&A) leadership to the University’s Officers and the Yale Corporation.

• Upon approval of these recommendations, the result of these efforts is a strategic program that focuses on the redesign and integration of Yale’s core business processes and systems to help the University achieve its goal of becoming a world-class enterprise.

Yale Next is designed to be achieved through a collaborative team approach using Yale staff and Accenture Consulting.

Yale Next, continued

HR Recommendations

General Recommendations

•Implement a ‘one-stop-shop’ HR Service Center (enabled by case and knowledge management technology) to provide consistent service for common HR inquiries

•Redesign HR structure to efficiently conduct transactions and remove hand-offs and added complexity

•Leverage current and future investments in Oracle applications and enabling technologies (e.g., Portal, Knowledge Management)

Time and Attendance

•Upgrade University-wide time and attendance platform to Kronos with accruals and leave management functionality to eliminate manual entry and standardize process

•Consolidate bi-weekly payroll frequency into weekly frequency with the opportunity to consolidate semi-monthly and monthly

•Leverage third -party vendors to enhance payroll process

• Based on the key findings and benchmark results, the assessment team provided the following recommendations for Yale HR.

Total Rewards (Benefits, Pension, Compensation)

•Enhance employee self-service functionality•Implement electronic interfaces to all third-party benefit providers•Leverage third-party vendors to enhance benefits process•Leverage third-party vendor for pension calculations to eliminate manual entry and ensure greater accuracy

•Implement compensation functionality in core Oracle to include rules for all components of pay including merit and promotion increases, and lump sum adjustments, eliminating current reliance on BMS Merit

Employee Data Management and Reporting

•Fully leverage a secure Oracle e-Business system for employee data management and HR transaction processing activities, eliminating reliance of confidential payroll and BMS (e.g., Compensation Workbench, Manager Self-Service, Employee Self-Service functionality)

•Leverage workflow features in Oracle to facilitate school/department-level approvals and eliminate paper based handoffs

•Implement employee certifications and performance plan tracking in Oracle

HR Recommendations, continued

HR Recommendations, continued

Staffing Services

•Reduce manual processes through automated interfaces and elimination of manual steps (e.g., job aggregators, pre-screening, I-9 verification, on-boarding paperwork)

•Clarify the role of the hiring manager in the staffing process

•Ensure accountability during the process and eliminate redundant levels of approval

•Implement standard exit process to handle future projected volume

Integrated HR and University-wide Talent Management Solutions – “Advanced HR”

•Implement a learning management system •Realize a single performance management capability supported by integrated technology

•Leverage the future business intelligence/analytics solution

Our Yale Next Team

Core Team: Nancy Creel-Gross, David Metnick, Meg Dimel, Leslie Cawley, Jennifer Jaramillo, Tanu Mane, Kyle Fisher, Sheila Millea, Helen Melanidis, Crystal Gooding, Katrina Sikorski, Beth Anderson, Judy Offutt, Jaci Beth Ward, Kathy Scasino and Julie Kimball

Extended Team: Michelle Chipello, Armand Joncas, Pam Miller, Sonia Santana, Donna Caporale-Colon, Jessica Hammett, Kate Reynolds, LaShanda Williams, Linda Clarke, Alice White,IT Help desk, HR Generalists, Payroll Staff, Benefits Staff, HRIS and Transaction Center Staff

Advisors—as needed: Christine Pedevillano(HRG), HR Leadership Team (e.g., Hugh Penney, Chuck Paul), HR Community and Business Operations and all of you!

Teams and roles vary by initiative and phasing

Human Resources(Mike Peel)

Nancy Creel-GrossDavid Metnick

HR Services CenterJaci-Beth WardJulie KimballTanu Mane (ACN)

Benefits & Payroll Initiative

Julie KimballLeslie CawleyBeth AndersonJudy Offutt

Meg Dimel (ACN)

HR OBJECTIVES

Standardize HR processes to achieve greater efficiency

Align work so HR services are delivered by the right people with the right skills to

address the University’s needs

Leverage current and future investments in Oracle applications and enabling technologies

to support the University’s business operations

Improve the consistency, integration, and utilization of HR knowledge and services

(including technology and tools)

Increase the quality and client focus of HR services

Position the HR function to support future growth

Establish a performance driven culture and continuous improvement program for HR

The defined HR objectives are derived from the program benefits, and have design implications for HR.

Highly Responsive,

Customer Centric Service

Process Improvement

Reduced Compliance

Risk

Increased “Capacity” for Future Growth

or Cost Reduction

Value We Plan to Deliver

To successfully improve HR service delivery, we are making a comprehensive change in HR roles and processes.

Strategy

HR Program, Design & Delivery

Transactions & Administration

Reducing the resource demands and time required to develop, deliver and use key HR products, services and processes.

Developing, delivering and using HR solutions and services that have a productive impact on the workforce and the organization.

Effectiveness

Efficiency

Centers of Expertise Centers of Expertise (Architects)(Architects)

• Expert knowledge -based Expert knowledge -based solutions providersolutions provider

• Process and policy Process and policy designer/ guardiandesigner/ guardian

• Maximize knowledge assets Maximize knowledge assets sharingsharing

HR Shared ServicesHR Shared Services

• Transactional and high Transactional and high volume activitiesvolume activities

• InquiriesInquiries• Services deliveryServices delivery

Client GroupsClient Groups

• ApplicantsApplicants• EmployeesEmployees• StaffStaff• FacultyFaculty• ManagersManagers• RetireesRetirees

HR Generalists HR Generalists (Strategic Partners)(Strategic Partners)

• Link to school/department needs

• Accountability for HR issues• Assure the delivery of HR

solutions to the business (Local HR Delivery)

Improved HR Service Delivery

Preliminary Service Delivery Model (SDM)•Yale’s End State HR Service Delivery Model - Illustrative

Applicants

Employees

Staff

Faculty

Managers

Retirees

Applicants

Employees

Staff

Faculty

Managers

Retirees

Escalation Model

Tier 0Self Service

Tier 1HR Service

Center

Tier 2Transaction Processing

Teams

Technical Infrastructure & Applications

• Oracle• ACD• Portal• IVR

• Knowledge Mgmt• Case Mgmt• Vendor Interfaces• Tech. Architecture

Tier 3Center of

Expertise and HR Generalists

<1*Strategic Contribution5*66* 28*100 Inquiries

Transaction Processing

HR Workstream Roadmap

Q1 Q2 Q3

2011

Human Resources

Q3 Q4 Q1Q2

FY2009 FY2010 FY2011

Q2

2008 2009 2010Calendar Year

Fiscal YearQ3 Q4 Q1 Q2 Q3 Q4

HR Service Center

University-Wide Time Capture

Enhanced Benefits Administration

Consolidated/Enhanced Payroll

Recruiting Simplification

Labor Distribution

Employee Life Cycle Service Delivery

HR Workstream—Scope

HR Workstream—Scope, continued

Initiative 2008 2009-2013

HR Service Center Phase 1 • Design and build a one-stop-shop HR Service Center where employees can receive up-to-date, consistent information for Benefits, Employee Data Management, and Payroll

• Develop enabling technologies (Nortel Call Tracking, HP Service Manager, SharePoint) that facilitate better customer service, provide consistent information, track performance management, and facilitate continuous improvement

• Launch HR Service Center in April 2009

• Launch Initial Portal Technology and Services

• Additional phases to be included, if needed

University-wide Time Capture/Labor Distribution

• Capture requirements for time & attendance system

• Implement Yale-wide time & attendance system (Kronos) in October 2009

Enhanced Benefits Administration

• Capture requirements for third party selection and systems enhancements

• Conduct planning and analysis of benefits, payroll and pension third party administration

• Conduct planning and analysis of payroll consolidation

• Implement identified initiatives in 2009/2010

• Enhance Oracle functionality

Consolidated/Enhanced Payroll

Recruiting Simplification • N/A • Implement identified initiatives in 2010• Enhance Brass Ring functionality

Employee Life Cycle Service Delivery

• N/A • Redesign HR structure to efficiently conduct transactions and remove hand-offs and added complexity

• Centralize/streamline HR policy, process, and reporting

• Leverage core ERP to minimize manual work and implement new modules (Compensation Workbench, Manager and Employee Self-Service) and advanced portal technologies

Advanced HR Capabilities • N/A • Enhance HR Centers of Expertise and HR Strategic Partners

• Implement Oracle/Best of Breed systems for Learning Management, Performance Management, and HR Intelligence/Analytics

Upcoming Major Milestone—HR Service Center (April 2009)

Current: Employees go to numerous HR resources to gather information on basic HR inquiries and receive varying responses.

Desired Outcomes: A one-stop-shop Yale HR Service Center, where employees can receive up-to-date, consistent information.

Current: HR information is stored within multiple organizations throughout the University, and can often result in multiple interpretations of policy and procedure.

Desired Outcomes: HR knowledge will be managed in a single Knowledge Management System that will be regularly updated based on policy changes, procedure changes, and major events.

Current: Inconsistent information, lack of clarity on who/where to call, and time wasted in finding the right data can result in employee/manager frustration.

Desired Outcomes: Increase employee satisfaction through improved service and case management from HRCC technology.

Current: Culture requires HR teams/representatives to be in local departments and schools.

Desired Outcomes: Shift high transaction activity to HRCC and support local HR Strategic Partners to provide insight and direction specific to the department/school.

The Managing at Yale Project Team

David Caruso Nancy Creel-Gross

Meredith Fahey Anna Maria Hummerstone

Robyn Lisone Deb Love

Maggie McDonnell Duane Mellor

Sheila Millea Kate Reynolds

Sheila Sautter Jane Savage

Ernie Scrivani Debbie Stanley-McAulay

Diane Turner Kathleen Valera

Brian Wingate

What’s Changed?

• Managing at Yale Spectrum

• Interview Guides

• 360 Multi-rater Feedback Instrument

• 2 New Proposed Mandatory Training Programs− Managing at Yale Foundational Program

− Advanced Leader Program

• Leadership Expectations

What’s New?

Leadership Expectations• Demonstrate Integrity and Character

• Develop High Performing Organizations

• Lead Innovation and Positive Change

• Achieve Outstanding Results

What’s Postponed?

• Rewards and Recognition

• New Manager Mentoring

• Performance Standards

What Do We Not Know?

• Total Managing at Yale Spectrum

• Final Leadership Expectations Model

• Names, Agendas and Audience of Initial Training Programs

• Future Training Programs

• Other Manager Resources

• Renovation has started on 221. The Best Practices, ODLC and Organizational Effectiveness staff have moved to 175 Whitney

• Human Resources, Best Practices, Parking and Payroll will be located in the facility

• We’ll have a newly refurbished and redesigned training center on the lower level

• The first floor has been designed to be a public and welcoming space for visitors where service is readily available.

• The upper floors are essentially private areas for the departments with huddle, hoteling and conference spaces for use by these groups.

221 Whitney Update—What We Know

221 Whitney Update—What We Know, continued . . .

• The design of these upper floors will be primarily 80% workstations and 20 % offices

• The workstations will be a mixture of non-collaborative/collaborative and will be very similar to the model displayed this summer at 221 Whitney and the workstations at Building 25.

• Workstations will have clear glass, except for the workstations along the hallway/corridor which will have frosted glass for more privacy

• Public phones will be available on the first floor

• There will be plenty of visitor parking

• Final design/layout of services on the first floor

• Final design of the food services on the first floor.

• Additional work is needed on equipment design and location for the huddle rooms, conference rooms, document management

• Final structure and stacking of the departments on the various floors

• Staff have not been assigned to workstations and offices.

• Staff parking TBD• ID Center transferring to 221 Whitney• ATM machine• Definite move date: End of April/beginning of

May?

221 Whitney Update—What We Don’t Know

Upcoming HR Events

• Annual Benefits Enrollment closed on November 16th and results are available in early December

• Workplace survey closes on November 30th• FSA enrollment ends on December 31st• Pension redesign changes are underway

for July 2009• Yale Next (ISAP) design and build phase

(January 2009)• Our Human Resources and Administration

holiday party is on Monday, December 15, 5:00pm–8:00pm, at the Peabody Museum

• Recess begins on December 24!

The New HR Calendar

• Centralized location for key HR events and initiatives

• Easily accessible through Outlook• Maintained by the HR Internal Communications Team

Questions and Answers

Thank you!